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7/27/2019 Chapter 9 (V1) - Project Planning and Management
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ME3101 / ME3102
Mechanical Systems DesignChapter 9
Project Planning and Management
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Project Planning and Management
Welcome to Project Planning and Management!
Instructor: Mr. Goh Seach Chyr (Ernest)Email: [email protected]
Tel: 6516 2553
Teaching plan for Project Planning and Management:1 hour lecture (this week, week 3)1 hour classroom exercise (attend one session in the next 5 weeks)
Assessment:1) IVLE Quiz after the lecture2) Team worksheet during or after the classroom exerciseThis assessment constitutes CA3, which has a weightage of xx% of the totalmarks for this module.
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Project Planning and Management
Lesson plan for lecture and classroom exercise
Week Date Teams to attend
Week 3 27 Aug 2014 Mass lecture (all teams to attend)
Week 4 3 Sep 2014
Week 5 10 Sep 2014
Week 6 17 Sep 2014
Week 7 1 Oct 2014
Week 8 8 Oct 2014
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Project Planning and Management
What is a project?
A unique effort to:• accomplish specific work scope,•
using defined resources,• within defined schedule.
SCOPE
Log in to IVLE and answer Question 1. Continue to answer the other questionsas we go along.
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Project Planning and Management
Application to ME3101/2:
Complete product life cycle consists ofphases such as:•
market analysis• design• prototyping• testing• marketing and selling• etc.
Each phase is a project (scope,schedule, resources).
APPLY PROJECT MANAGEMENT!
ME3101 (Aug 2014 – Nov 2014)
ME3102 (Dec 2014 – Mar 2015)
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Project Planning and Management
Three phases of project management:
DEFINE &ORGANISE
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Project Planning and Management
Define & organise
Define the project with:1) Statement of objectives
2) Flexibility matrix
3) Major deliverables4) Project description
Concise
More detailed
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Project Planning and Management
Define & organise
Statement of objectives should be:complete (scope schedule resources)
concise (< 50 words)clear (avoid jargon)
Example: To design and fabricate the components and assemble a 1:2 scalemodel of a motorcycle enclosure suitable for wind tunnel testing by 20 Mar 2015 with a budget of $500
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Project Planning and Management
Define & organise
Flexibility matrix
Flexibility
Least Moderate Most
Schedule
Scope
Resources
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Project Planning and Management
Define & organise
Major deliverables
Major deliverables should be tangible, with completion criteria and dates ifapplicableDevelop the deliverables in consultation with the sponsor and end users
Example:1) CAD files of sensor enclosure by 14 Nov 2014
2) Bill of materials by 14 Nov 20143) Components fabricated according to CAD files by 12 Jan 2015
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Project Planning and Management
Define & organise
Project description
Depending on the nature of the project, this document may include thefollowing:Purpose, target customers, impact assessment (risk of doing vs. not doing),cost/benefit analysis, scope in terms of what the project will and will notinclude, completion criteria (or acceptance criteria for the sponsor), start andend dates, staffing, hardware and software required.
Length varies depending on the complexity of the project but several pages istypical.
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Project Planning and Management
Define & organise
For ME3102:Sponsor: the company (staff) requesting the (in-house) project
Project manager: student appointed/elected/volunteered as the team leaderCore team: all team membersExtended teams: NUS technicians, sub-contractors
For other projects in general, the sponsor is the one providing the official backing. Usually also appoints the project manager.
Sponsor:• Approves the scope and schedule• Obtains resources• Provides strategic direction• Approves changes•
Sets priorities and resolve conflicts
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Project Planning and Management
Three phases of project management:
DEFINE &ORGANISE
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Project Planning and Management
Plan
The project plan consists of:1) Work breakdown structure and ownership
2) Dependencies and Gantt chart3) Risk analysis and risk management plan
Project management software may be used.
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Project Planning and Management
Plan
Work breakdown structure (WBS) and ownership.
Identify 4 – 7 major components of work (level 1 tasks)For each level 1 task, breakdown into 2 or more level 2 tasksRepeat the process until a task has• 1 owner• A clear deliverable• Estimated 2 – 20 days duration•
The estimated duration is credible• Can be tracked
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Project Planning and Management
Plan
Work breakdown structure example:
1. Buy materials and components1.1 Find suppliers1.2 Send out RFQs
2. Fabricate components2.1 3D print external case2.2 Machine internal chassis
3. Assemble prototype3.1 Assemble chassis3.2 Install off-the-shelf components onto chassis3.3 Install wiring
4. Etc.
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Project Planning and Management
Plan
Ownership.
Each lowest level task must have one, and only one assigned owner.Owner is not necessarily the doer.Owner is responsible for ensuring that the work gets done to specifications, within schedule and resource constraints.Owners can be assisted by contributors, a matrix can be drawn:
Findsuppliers 3D print ext.case Machine int.chassis
Ali Owner contributor
Ben contributor contributor Owner
Chitra contributor Owner
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Project Planning and Management
Plan
In order for each lowest level task to be tracked, define its completion criteriaand thus a table as shown below, called the „WBS Dictionary‟ can be written.
WBS code Task name Completion criteria Owner
1.1 Findsuppliers
Supplier carrying the product andable to ship to SG, contact person,contact address found.
Ali
2.1 3D printexternal case All parts of the case printed, postprocessed and tested to fit togetherseamlessly.
Chitra
2.2 Machineinternalchassis
All the internal chassis componentsmachined, degreased and tested to fittogether properly.
Ben
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Project Planning and Management
Plan
Dependencies and Gantt chart
Tasks are dependent on the completion or start of other tasks. Eg:
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Machine internal chassis
Assemble chassis
Collect datasheets of components
Design baseplate
The above show logical dependencies, not resource dependencies.
Start-start
Finish-start
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Project Planning and Management
Plan
After logical dependencies drawn up, mark milestones (completion ofsignificant tasks)
From the logical dependencies, estimate the task durations, considering:• the person may devote only part of his time to the assigned task• waiting time• non-working days
to arrive at the Project Schedule.
The Project Schedule is then presented in a Gantt Chart
Tools:Offline application: Gantt Project http://www.ganttproject.biz/
Online SAAS: AceProject http://www.aceproject.com/
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Project Planning and Management
Plan
Gantt Chart
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Project Planning and Management
Plan
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Project Planning and Management
Plan
The Gantt Chart allows us to see the “Critical Path”, the longest path fromStart to Finish.
Any delay in the tasks in the critical path delays the project.
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Project Planning and Management
Plan
Project management software is able to track manpower resources andloading.
Assigning manpower resources to tasks in Gantt Project.
(For full instructions watch the video tutorial and read the Gantt ProjectHandbook on IVLE)
Workload of each manpower resource is visible at a glance.
Provides basis for modifying the original plan (scope and schedule)
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Project Planning and Management
Plan
Modifying the plan, possible approaches:• Break/change logical dependencies, eg finish-start to start-start (with lag)• Break into sub-tasks and do in parallel• Use of new, more productive technology• Reassign people to critical tasks• Re-assign resources (under-loaded to over-loaded)• Sub-contract, hire temps• Negotiate scope or phased roll out•
Buy off-the shelf components instead of making
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Project Planning and Management
Plan
Risk analysis & management.
Identify areas of high riskQuantify risk factorsDevelop risk management plans
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Project Planning and Management
Plan
Identify areas of high risk:
Schedule:• Tasks on critical path• Tasks with multiple predecessors• Start-start dependencies• Tasks reliant on external groupsResource:•
Tasks with only one person assigned• Tasks requiring special tools, venues, software, etc.• Tasks using scarce or large amount of resourcesScope:• Uncertainty of new technologies• Changing customer requirements•
Extreme performance requirements
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Project Planning and Management
Plan
Quantify risk factors:
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Risk item Potentialimpact
Likelihood ofoccurrence
Difficulty oftimely detection
Overallthreat
Use a suitable scoring method to complete the above matrix.Rely on experience, past history to assign scores.Threats are prioritised and the most severe ones are tackled with riskmanagement plans.
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Project Planning and Management
Plan
Develop risk management plans:
“Prevention is better than cure.” Hence, to ways to manage risk: preventiveaction, contingency action.
Preventive actions reduce likelihood that the risk event will occur. Focus onthe causes of risk and take action to eliminate or mitigate the causes.
In spite preventive actions, the risk event still occurs. Triggers are themechanism for detecting the conditions/deviations that tells the team thatthe event has occurred.
When the risk event occurs, take contingency action, purpose is to minimisethe impact of the risk event.
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Project Planning and Management
Plan
Develop risk management plans:
Draw up the risk management matrix as follows.
Owner is to ensure that the plan is implemented.
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Risk item Preventiveaction
Contingencyaction
Trigger Owner
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Project Planning and Management
Three phases of project management:
DEFINE &ORGANISE
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With defining and planning done, present to sponsor and higher managementfor approval.
“Freeze” the Gantt chart to establish a baseline.
The next phase is the execution of the plan, with appropriate tracking.
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Project Planning and Management
Track and Manage
Tracking and managing the project consist of:1) Collection of status & analysis of variances2) Planning adaptive action & executing them3) Periodic status reporting & final closeout
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Project Planning and Management
Track and Manage
Collection of status & analysis of variances
Hard data: whether tasks started as planned, start and end dates, remainingtime needed to complete tasks in progress, whether milestones achieved
Soft data: problems/foreseeable problems encountered by members, thingsneeded to complete tasks effectively
Frequency of collection, minimum once per month, higher frequency forME3102 since it is a short project
Update hard data into Gantt Chart as percentage completion, it gives aoverview of variance from baseline.
Analyse both the cause of the variance and its impact.
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Project Planning and Management
Track and Manage
Planning adaptive action & executing them
Similar to plan modification on Slide 25:Re-arrange the logical dependenciesRe-look at the flexibility matrixRe-deploy resources
Once adaptive actions have been planned, communicate the changes to the
team and get buy-in from sponsor and management.
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Project Planning and Management
Track and Manage
Periodic status reporting & final closeout
Collection of status can be carried out in preparation for regular teammeetings.
Variance analysis can also be carried out during such meetings.
Information raised during these meetings must be properly kept so that new
members or even a new project manager can become effective quickly.
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Project Planning and Management
Track and Manage
Periodic status reporting & final closeout
End of project when either• Customer approves all project deliverables• Management decided to terminate the project early
Closing activities:Return confidential information
Return equipment Assess actual project costComplete any paperworkFinal closeout meeting to debrief key learnings and honour & reward teammembers
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In conclusion…
Key points in project management have been covered.
Answer quiz questions in IVLE.
Attend one session over the next 5 weeks for a class exercise.
Install Gantt Project or signup for Ace
Project for the class.
Apply project management to ME3102prototype building phase.
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Feedback (both complaints and compliments) welcome!
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Project Planning and Management
Glossary of Project Management terms